«EDITORIAL CPJ4.0: ASPIRATIONS OF A RESEARCH GEEK WITH A THING FOR APPLICATIONS Robert B. Kaiser Kaiser Leadership Solutions, Greensboro, North ...»

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Another important area concerns diversity and multiculturalism. Ours is an increasingly diverse and global world, and organizations are in need of guidance about inclusivity and fairness goals as well as navigating an increasingly interconnected world where cultural norms and expectations don’t always mesh. Two special issues of CPJ, one on culture, race, and diversity (Cooper, 2008) and one on international organizational consulting (Cooper, 2012), were a good start in this direction and also point out many areas in need of more work. A particularly intriguing idea is Randy White’s (2013) notion that to maintain relevance, we in the West need to move beyond merely exporting our leadership-development models and learn also to import the lessons from emerging markets and developing parts of the world. A truly pan-global model of leadership and development will inevitably be in demand, and what this will look like remains to be seen. Therefore, I hope to publish more articles from authors around the world and increase CPJ’s international representativeness.

CPJ Associate Editor, Larry Norton, has pointed out that organizational development (OD) needs a reboot. Through his applied OD work he has realized that the ﬁeld seems moribund, having barely moved in the last 20 years. Larry’s sense is that most OD models are out of step with today’s realities of ﬂatter, more interconnected, and diverse organizations in a fundamentally different labor market with global competitive pressures and evermore complex operating environments. His view is consistent with the steep decline in articles on OD published in CPJ and represents a ripe opportunity for consulting psychologists to make a contribution.

Our other Associate Editor, Ken Nowack, has a unique background combining occupational health psychology, career development, and assessment. With a growing movement toward workplace wellness and health promotion, Ken sees a need for more research exploring work-life balance as well as organizational interventions that have a demonstrable impact on employee health, engagement, and performance.

Finally, in addition to the substantive content of the work of consulting psychology, the journal needs to continue exploring issues of professional practice and development. Articles on consultant training, education, and credentials have dropped off in the last 30 years. We need to reverse this trend to ensure the practice keeps pace with changes in technology, legal issues, and market demand.

In that regard, the article in this issue by Otte, Bangerter, Britsch, and Wüthrich (2014) on coaches’ attitudes about the use of computers to facilitate coaching is perfectly on point. There is also signiﬁcant growth in the profession of organizational consulting and related disciplines such as industrial-organizational psychology, and we need to ensure that we are preparing this new CPJ4.0: EDITORIAL 5 generation of consulting psychologists with principles of good practice that are relevant for the modern world. Judy Blanton’s (2014) article in this issue about supervision practices is a welcome step in that direction.

In a Nutshell So there you have it: my hopes for the current era of CPJ. At its best, this journal can be an indispensable resource for the consulting psychologist— or any thoughtful person working with or in organizations—looking for a new insight or new technique or new methodology for raising his or her game. And you can help. If this vision strikes a chord, please submit an article integrating practice and science that crosses traditional boundaries and captures complex ideas in a simple framework that can be readily applied to the noble goal of improving organizations and the people who populate them.

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